Cracking the Code of Sustained Collaboration

 

How to increase collaboration?


Ask any leader whether his or her organization values collaboration, and you’ll get a resounding yes. Ask whether the firm’s strategies to increase collaboration have been successful, and you’ll probably receive a different answer.

“No change seems to stick or to produce what we expected,” an executive at a large pharmaceutical company recently told me. Most of the dozens of leaders I’ve interviewed on the subject report similar feelings of frustration: So much hope and effort, so little to show for it.

One problem is that leaders think about collaboration too narrowly: as a value to cultivate but not a skill to teach. Businesses have tried increasing it through various methods, from open offices to naming it an official corporate goal. While many of these approaches yield progress—mainly by creating opportunities for collaboration or demonstrating institutional support for it—they all try to influence employees through superficial or heavy-handed means, and research has shown that none of them reliably delivers truly robust collaboration.

What’s needed is a psychological approach. When I analyzed sustained collaborations in a wide range of industries, I found that they were marked by common mental attitudes: widespread respect for colleagues’ contributions, openness to experimenting with others’ ideas, and sensitivity to how one’s actions may affect both colleagues’ work and the mission’s outcome. Yet these attitudes are rare. Instead, most people display the opposite mentality, distrusting others and obsessing about their own status. The task for leaders is to encourage an outward focus in everyone, challenging the tendency we all have to fixate on ourselves—what we’d like to say and achieve—instead of what we can learn from others.

Daunting as it may sound, some organizations have cracked this code. In studying them I’ve identified six training techniques that enable both leaders and employees to work well toget
— Read on hbr.org/2019/11/cracking-the-code-of-sustained-collaboration

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How to increase collaboration?


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Studied Economy, Psychology and Sociology at the University of Hamburg Germany. Speaks English, German, Spanish, Swedish and Finnish

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By MSc(Econ) Lassi Pensikkala - International News Curator: Travel, Golf, and Business

Lassi Pensikkala is the creator of AmerExperience.com. He writes regularly providing thought leadership on topics related to Travel, Golf, Business, Health, and Lifestyle. You can follow him on Twitter @amerexperience or connect on Linkedin. You can read his travel and golf news in Google News, and business and travel magazines on Flipboard @amerexperience Expertise: International Travel And Business Expert Creator of AmerExperience.com - Education: Studied International Business in Business School of Turku Finland, and Economy, Psychology and Sociology at the University of Hamburg graduated as MSc(Econ) - Language skills: Multilingual - English, German, Spanish, Swedish and Finnish - Life philosophy: 1959 and the 60’s were the golden times of Rock’n Roll, student movements, and first flight to moon. The nordic people were free to travel in the Scandinavian countries including Finland. No passports or travel documents were needed. The freedom still today is the most important for the Scandinavians from that epoch. Freedom is to travel, learn to know new countries and other languages, and meet different people and cultures. He wishes the new generations would have the same possibilities experiencing all that what makes you feel free, and building a strong personality. -

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